After reviewing the managerial strengths of each DiSC management style, it’s important to also consider the unconscious assumptions each style tends to make.
These assumptions can influence how managers approach decision-making, communication, and problem-solving.
Recognizing these assumptions helps managers become more self-aware, enabling them to adapt their leadership style to be more effective across diverse teams and situations.
Understanding and challenging these unconscious beliefs and assumptions foster greater collaboration, enhances empathy, and ultimately strengthens leadership effectiveness.
D-Style Management Areas for Growth
D-style managers often assume that directness and decisiveness are the best ways to achieve results, expecting others to match their pace and determination.
They may also believe that showing vulnerability or slowing down for collaboration is a sign of weakness rather than a strategic advantage
Unhelpful Self-Talk and Automatic Thoughts that D-style managers sometimes fall into include:
- I’m the manager—people need to adapt to me.
- Praise should be used very sparingly.
- I don’t need to be tactful if I’m being honest.
- I can’t show weakness or vulnerability.
- People are getting paid—they don’t need morale building.
- I’m the best suited to make most decisions.
- It’s fine to use a little intimidation to get things done.
- People who need emotional support are expecting coddling.
- I should be the one in control.
- If we get results, that’s what matters.
- Everyone should be as driven as I am.
- I’m the manager—it’s OK if I lose my temper.
- I can’t slow down.
Recognizing these automatic thoughts and unconscious assumptions begins with self-awareness and reflection on how you approach situations and interact with others.
Pay attention to patterns in your thoughts and reactions, especially when you feel challenged or frustrated.
Engaging in open feedback, observing how others respond to your actions, and considering alternative perspectives can also help uncover these hidden biases and assumptions.
i-Style Management Areas for Growth
Managers with an i style often assume that enthusiasm and social connection are the keys to motivation, expecting others to be equally expressive and engaging.
They may also believe that a positive, fast-paced environment is always the most productive, sometimes overlooking the need for structure and deeper focus.
Unhelpful Self-Talk and Automatic Thoughts that i-style managers sometimes fall into include:
- Most people are fine with improvising.
- People who are quiet and reserved need to be brought out of their shells.
- I have to express my feelings when I have them.
- If someone shows confidence, they’re probably competent.
- I need to keep things upbeat.
- The team should keep things positive, all the time.
- I shouldn’t jeopardize my popularity.
- It’s OK to build up excitement for an idea, even if it’s only a vague possibility.
- Showing my enthusiasm will get everyone excited.
- Everyone should assume the best, like I do.
- It’s better to move on than dig into problems.
- Everyone craves excitement.
- If I give critical feedback, our relationship will never recover.
Becoming aware of these automatic thoughts and unconscious assumptions begins with self-reflection on how you respond and engage in various situations.
Take note of recurring thought patterns and reactions, particularly when facing challenges or conflicts.
Actively seeking feedback, observing how others interact with you, and exploring alternative viewpoints can also help bring these assumptions to light.
S-Style Management Areas for Growth
Managers with an S style often assume that harmony and stability are essential for success, expecting others to prioritize teamwork and avoid conflict.
They may also believe that change is threatening and prefer to maintain established routines, sometimes resisting new ideas or approaches.
Unhelpful Self-Talk and Automatic Thoughts that S-style managers sometimes fall into include:
- It’s my job to keep my team happy at all times.
- I shouldn’t upset people.
- It’s rude to be too assertive.
- If there is uncertainty, inaction is the best course.
- If people are sorry, other consequences aren’t necessary.
- Direct, critical feedback should only be a last resort.
- It’s better to give people what they want.
- Slow and steady is better than unpredictability.
- I shouldn’t inconvenience other people.
- My needs are less important than other people’s.
- I shouldn’t push people to push themselves.
- You should always give people the benefit of the doubt.
- I need buy-in from everyone before I finalize a decision.
Identifying these automatic thoughts and unconscious assumptions starts with reflecting on your own behaviors and reactions in different contexts.
Notice any recurring patterns in your thoughts, especially in challenging or tense situations.
Additionally, seeking feedback from others and considering different perspectives can help you uncover hidden biases and assumptions.
C-Style Management Areas for Growth
C -style managers often assume that precision and accuracy are the most important factors for success, expecting others to prioritize details and follow established processes.
They may also believe that emotions should be kept separate from work and may struggle with more spontaneous or flexible approaches.
Unhelpful Self-Talk and Automatic Thoughts that C-style managers sometimes fall into include:
- If I make a mistake, I’ll lose my credibility.
- If people haven’t gotten negative feedback, they will assume they’re doing a good job.
- We need all the information before we make a big decision.
- It’s undignified to show intense or tender emotions at work.
- Time spent relationship building is largely frivolous.
- My judgment is completely objective and unbiased because I use logic.
- Emotions have no place in decision-making.
- There’s one best way of doing things.
- If my feedback is objective and fair, I don’t need to cater to people’s feelings.
- I need to consider all the variables before I decide.
- You should keep emotions to yourself.
- If I make a bad decision for the group, it will never be forgotten.
- I’ve thought this through and there’s no better way to see it.
Uncovering these automatic thoughts and unconscious assumptions begins with self-reflection on your behaviors and reactions in various situations.
Pay attention to recurring thought patterns, particularly when you feel challenged or under pressure.
Seeking feedback from others and considering different viewpoints can also help reveal these hidden assumptions.
At Laura A. Davis & Associates, Inc., we help organizations create exceptional and empowering work cultures that lead to greater productivity and profit. CEO & Founder, Laura A. Davis, is a Diamond-Award winning Wiley Authorized Partner leveraging the power of Everything DiSC® on Catalyst and The Five Behaviors® to help leaders and teams communicate and collaborate more effectively.
